Lighting, Electrical and CCTV
INFRASTRUCTURE AND ASSET
MANAGEMENT PLAN
2008
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure And Asset Management Plan 2008
Document
Control
Document ID: ACC Lighting, Electrical and CCTV Infrastructure Asset Management Plan
Rev
No
Date
Revision Details
Author
Approved by
1
Mar. 08
Draft Document for Comment
Capital Planning
SAJ
2
Sep 08
Plan for Adoption
Capital Planning
SAJ
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure And Asset Management Plan 2008
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TABLE OF CONTENTS
TABLE OF CONTENTS ....................................................................................................................... I
TABLE INDEX...................................................................................................................................... II
FIGURE INDEX.................................................................................................................................... II
ABBREVIATIONS.............................................................................................................................. III
GLOSSARY ......................................................................................................................................... IV
EXECUTIVE SUMMARY ................................................................................................................. IX
1
INTRODUCTION ......................................................................................................................... 1
1.1
1.2
1.3
1.4
1.5
2
LEVELS OF SERVICE ................................................................................................................ 6
2.1
2.2
2.3
2.4
2.5
3
ASSET INFORMATION ............................................................................................................. 28
OPERATIONS AND MAINTENANCE PLAN ................................................................................ 32
RENEWAL PLAN ..................................................................................................................... 34
ENHANCEMENT / UPGRADE PLAN .......................................................................................... 36
LIGHTING, ELECTRICAL AND CCTV DISPOSAL PLAN ............................................................ 37
FINANCIAL SUMMARY .......................................................................................................... 38
6.1
6.2
6.3
6.4
7
STANDARDS AND GUIDELINES ............................................................................................... 19
INFORMATION FLOW REQUIREMENTS AND PROCESSES ......................................................... 19
RISK MANAGEMENT .............................................................................................................. 20
ACCOUNTING/FINANCIAL SYSTEMS....................................................................................... 27
ASSET MANAGEMENT SYSTEM .............................................................................................. 27
LIFECYCLE MANAGEMENT PLAN ..................................................................................... 28
5.1
5.2
5.3
5.4
5.5
6
DEMAND GROWTH TRENDS ................................................................................................... 14
OTHER INFLUENCES ON DEMAND .......................................................................................... 15
IMPACT OF TRENDS ON INFRASTRUCTURE ASSETS ................................................................ 16
DEMAND MANAGEMENT STRATEGIES ................................................................................... 17
ASSET MANAGEMENT PRACTICES .................................................................................... 19
4.1
4.2
4.3
4.4
4.5
5
INTRODUCTION ........................................................................................................................ 6
LEGISLATIVE REQUIREMENTS.................................................................................................. 7
CUSTOMER RESEARCH AND EXPECTATIONS ............................................................................ 7
STRATEGIC AND CORPORATE GOALS ....................................................................................... 8
CURRENT LEVELS OF SERVICE............................................................................................... 10
FUTURE DEMAND .................................................................................................................... 14
3.1
3.2
3.3
3.4
4
BACKGROUND TO PLAN ........................................................................................................... 1
SCOPE OF THE PLAN ................................................................................................................. 2
KEY STAKEHOLDERS ............................................................................................................... 3
RELATIONSHIP WITH OTHER PLANS ......................................................................................... 3
PLAN FRAMEWORK .................................................................................................................. 4
FINANCIAL STATEMENTS AND PROJECTIONS ......................................................................... 38
KEY ASSUMPTIONS ................................................................................................................ 38
FUNDING STRATEGY .............................................................................................................. 39
VALUATION FORECASTS ........................................................................................................ 39
PLAN IMPROVEMENT AND MONITORING ...................................................................... 40
7.1
7.2
IMPROVEMENT PLAN ............................................................................................................. 40
PLAN REVIEW AND MONITORING .......................................................................................... 40
8
REFERENCES ............................................................................................................................ 42
9
APPENDICES .............................................................................................................................. 43
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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TABLE INDEX
Table 1.1: Assets Covered by this Plan .................................................................................................... 2
Table 1.2: Key Plan Stakeholders ............................................................................................................ 3
Table 2.1: Legislative Requirements ........................................................................................................ 7
Table 2.2: 2006-2007 Customer Satisfaction Survey Levels .................................................................... 8
Table 2.3: Current Service Levels .......................................................................................................... 10
Table 3.1: Population Targets and 2007 Actuals ................................................................................... 14
Table 3.2: Environmental Sustainability Strategy Impact on Lighting, electrical and CCTV Assets ..... 16
Table 3.3: Summary of issues Affecting Lighting, electrical and CCTV Assets ..................................... 17
Table 3.4: Summary of issues Affecting Lighting, electrical and CCTV Assets ..................................... 18
Table 4.1: ACC Consequence Table ....................................................................................................... 23
Table 4.2: ACC Likelihood Table ........................................................................................................... 24
Table 4.3: ACC Risk Rating Matrix ........................................................................................................ 24
Table 4.4: Risk Register - Major Corporate Risks posed to Lighting and Electrical Service delivery ... 26
Table 5.1: ETSA and ACC responsibilities for ACC owned Lighting Assets.......................................... 29
Table 5.2: ETSA and ACC Responsibilities for ETSA Owned Lighting Assets ...................................... 30
Table 5.3: Maintenance & Operation Expenditure Trends .................................................................... 33
Table 5.4: Life Expectancy of Lighting, electrical and CCTV Assets ..................................................... 35
Table 7.1: Improvement Plan ................................................................................................................. 40
FIGURE INDEX
Figure 1.1: Road Map for preparing an Asset Management Plan ........................................................... 5
Figure 2.1: Proposed Pedestrian Lighting Standards ............................................................................ 12
Figure 2.2: Proposed Vehicle Lighting Standards ................................................................................. 13
Figure 4.1: Risk Management Framework at ACC ................................................................................ 21
Figure 5.1: Asset Installation Profile ..................................................................................................... 31
Figure 5.2: Proposed Lighting Improvement Priority ............................................................................ 32
Figure 5.3: Projected Capital Renewal Expenditure ............................................................................. 36
Figure 6.1: Projected Operating and Capital Expenditure .................................................................... 38
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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ABBREVIATIONS
AAAC
Average annual asset consumption
ACC
Adelaide City Council
ARI
Average recurrence interval
BOD
Biochemical
demand
CCTV
Closed Circuit Television
CRC
Current replacement cost
CWMS
Community wastewater management
systems
DA
Depreciable amount
DoH
Department of Health
EF
Earthworks/formation
IAMP
Infrastructure and asset management
plan
IRMP
Infrastructure risk management plan
GPT
Gross Pollutant Trap
MMS
Maintenance management system
PCI
Pavement condition index
RV
Residual value
SS
Suspended solids
vph
Vehicles per hour
(biological)
oxygen
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GLOSSARY
Annual service cost (ASC)
An estimate of the cost that would be tendered, per
annum, if tenders were called for the supply of a service
to a performance specification for a fixed term. The
Annual Service Cost includes operating, maintenance,
depreciation, finance/ opportunity and disposal costs,
less revenue.
Asset class
Grouping of assets of a similar nature and use in an
entity's operations (AASB 166.37).
Asset condition assessment
The process of continuous or periodic inspection,
assessment, measurement and interpretation of the
resultant data to indicate the condition of a specific asset
so as to determine the need for some preventative or
remedial action.
Asset management
Expenditure that extends an existing asset, at the same
standard as is currently enjoyed by residents, to a new
group of users. It is discretional expenditure, which
increases future operating, and maintenance costs,
because it increases council’s asset base, but may be
associated with additional revenue from the new user
group, eg. extending a drainage or road network, the
provision of an oval or park in a new suburb for new
residents.
Capital expenditure
Relatively large (material) expenditure, which has
benefits, expected to last for more than 12 months.
Capital expenditure includes renewal, expansion and
upgrade. Where capital projects involve a combination of
renewal, expansion and/or upgrade expenditures, the
total project cost needs to be allocated accordingly.
Capital funding
Funding to pay for capital expenditure.
Capital grants
The combination of management, financial, economic,
engineering and other practices applied to physical
assets with the objective of providing the required level
of service in the most cost effective manner.
Monies received generally tied to the specific projects for
which they are granted, which are often upgrade and/or
expansion or new investment proposals.
Assets
Capital investment expenditure
Future economic benefits controlled by the entity as a
result of past transactions or other past events
(AAS27.12).
See capital expenditure definition
Property, plant and equipment including infrastructure
and other assets (such as furniture and fittings) with
benefits expected to last more than 12 month.
Expenditure which creates a new asset providing a new
service to the community that did not exist beforehand.
As it increases service potential it may impact revenue
and will increase future operating and maintenance
expenditure.
Average annual asset consumption (AAAC)*
The amount of a local government’s asset base
consumed during a year. This may be calculated by
dividing the Depreciable Amount (DA) by the Useful Life
and totalled for each and every asset OR by dividing the
Fair Value (Depreciated Replacement Cost) by the
Remaining Life and totalled for each and every asset in
an asset category or class.
Brownfield asset values**
Asset (re)valuation values based on the cost to replace
the asset including demolition and restoration costs.
Capital expansion expenditure
Capital new expenditure
Capital renewal expenditure
Expenditure on an existing asset, which returns the
service potential or the life of the asset up to that which it
had originally. It is periodically required expenditure,
relatively large (material) in value compared with the
value of the components or sub-components of the asset
being renewed. As it reinstates existing service potential,
it has no impact on revenue, but may reduce future
operating and maintenance expenditure if completed at
the optimum time, eg. resurfacing or resheeting a
material part of a road network, replacing a material
section of a drainage network with pipes of the same
capacity, resurfacing an oval. Where capital projects
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involve a combination of renewal, expansion and/or
upgrade expenditures, the total project cost needs to be
allocated accordingly.
Capital upgrade expenditure
The current cost of replacing the original service
potential of an existing asset, with a similar modern
equivalent asset, i.e. the total cost of replacing an
existing asset with an as NEW or similar asset
expressed in current dollar values.
Expenditure, which enhances an existing asset to
provide a higher level of service or expenditure that will
increase the life of the asset beyond that which it had
originally. Upgrade expenditure is discretional and often
does not result in additional revenue unless direct user
charges apply. It will increase operating and
maintenance expenditure in the future because of the
increase in the council’s asset base, eg. widening the
sealed area of an existing road, replacing drainage pipes
with pipes of a greater capacity, enlarging a grandstand
at a sporting facility. Where capital projects involve a
combination of renewal, expansion and/or upgrade
expenditures, the total project cost needs to be allocated
accordingly.
Cyclic Maintenance**
Carrying amount
Depreciated replacement cost (DRC)
The amount at which an asset is recognised after
deducting any accumulated depreciation / amortisation
and accumulated impairment losses thereon.
The current replacement cost (CRC) of an asset less,
where applicable, accumulated depreciation calculated
on the basis of such cost to reflect the already consumed
or expired future economic benefits of the asset
Class of assets
See asset class definition
Component
Replacement of higher value components/subcomponents of assets that is undertaken on a regular
cycle including repainting, building roof replacement,
cycle, replacement of air conditioning equipment, etc.
This work generally falls below the capital/ maintenance
threshold and needs to be identified in a specific
maintenance budget allocation.
Depreciable amount
The cost of an asset, or other amount substituted for its
cost, less its residual value (AASB 116.6)
Depreciation / amortisation
The systematic allocation of the depreciable amount
(service potential) of an asset over its useful life.
An individual part of an asset which contributes to the
composition of the whole and can be separated from or
attached to an asset or a system.
Economic life
Cost of an asset
Expenditure
The amount of cash or cash equivalents paid or the fair
value of the consideration given to acquire an asset at
the time of its acquisition or construction, plus any costs
necessary to place the asset into service. This includes
one-off design and project management costs.
The spending of money on goods and services.
Expenditure includes recurrent and capital.
Current replacement cost (CRC)
The cost the entity would incur to acquire the asset on
the reporting date. The cost is measured by reference to
the lowest cost at which the gross future economic
benefits could be obtained in the normal course of
business or the minimum it would cost, to replace the
existing asset with a technologically modern equivalent
new asset (not a second hand one) with the same
economic benefits (gross service potential) allowing for
any differences in the quantity and quality of output and
in operating costs.
Current replacement cost “As New” (CRC)
See useful life definition.
Fair value
The amount for which an asset could be exchanged, or a
liability settled, between knowledgeable, willing parties,
in an arms length transaction.
Greenfield asset values **
Asset (re)valuation values based on the cost to initially
acquire the asset.
Heritage asset
An asset with historic, artistic, scientific, technological,
geographical or environmental qualities that is held and
maintained principally for its contribution to knowledge
and culture and this purpose is central to the objectives
of the entity holding it.
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Impairment Loss
The amount by which the carrying amount of an asset
exceeds its recoverable amount.
Ratio of estimated budget to projected expenditure for
maintenance and renewal of assets over a defined time
(eg 5, 10 and 15 years).
Maintenance expenditure
Infrastructure assets
Physical assets of the entity or of another entity that
contribute to meeting the public's need for access to
major economic and social facilities and services, eg.
roads, drainage, footpaths and cycleways. These are
typically large, interconnected networks or portfolios of
composite assets The components of these assets may
be separately maintained, renewed or replaced
individually so that the required level and standard of
service from the network of assets is continuously
sustained. Generally the components and hence the
assets have long lives. They are fixed in place and are
often have no market value.
Recurrent expenditure, which is periodically or regularly
required as part of the anticipated schedule of works
required to ensure that the asset achieves its useful life
and provides the required level of service. It is
expenditure, which was anticipated in determining the
asset’s useful life.
Materiality
An item is material is its omission or misstatement could
influence the economic decisions of users taken on the
basis of the financial report. Materiality depends on the
size and nature of the omission or misstatement judged
in the surrounding circumstances.
Investment property
Modern equivalent asset.
Property held to earn rentals or for capital appreciation or
both, rather than for:
(a) use in the production or supply of goods or services
or for administrative purposes; or
A structure similar to an existing structure and having the
equivalent productive capacity, which could be built
using modern materials, techniques and design.
Replacement cost is the basis used to estimate the cost
of constructing a modern equivalent asset.
(b) sale in the ordinary course of business (AASB 140.5)
Non-revenue generating investments
Level of service
The defined service quality for a particular service
against which service performance may be measured.
Service levels usually relate to quality, quantity,
reliability, responsiveness, environmental, acceptability
and cost).
Investments for the provision of goods and services to
sustain or improve services to the community that are
not expected to generate any savings or revenue to the
Council, eg. parks and playgrounds, footpaths, roads
and bridges, libraries, etc.
Operating expenditure
Loans / borrowings
Loans result in funds being received which are then
repaid over a period of time with interest (an additional
cost). Their primary benefit is in ‘spreading the burden’
of capital expenditure over time. Although loans enable
works to be completed sooner, they are only ultimately
cost effective where the capital works funded (generally
renewals) result in operating and maintenance cost
savings, which are greater than the cost of the loan
(interest and charges).
Maintenance and renewal gap
Difference between estimated budgets and projected
expenditures for maintenance and renewal of assets,
totalled over a defined time (eg 5, 10 and 15 years).
Maintenance and renewal sustainability index
Recurrent expenditure, which is continuously required
excluding maintenance and depreciation, eg power, fuel,
staff, plant equipment, on-costs and overheads.
Pavement management system
A systematic process for measuring and predicting the
condition of road pavements and wearing surfaces over
time and recommending corrective actions.
Planned Maintenance**
Repair work that is identified and managed through a
maintenance management system (MMS).
MMS
activities include inspection, assessing the condition
against failure/breakdown criteria/experience, prioritising
scheduling, actioning the work and reporting what was
done to develop a maintenance history and improve
maintenance and service delivery performance.
PMS Score
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A measure of condition of a road segment determined
from a Pavement Management System.
Rate of annual asset consumption*
A measure of average annual consumption of assets
(AAAC) expressed as a percentage of the depreciable
amount (AAAC/DA). Depreciation may be used for
AAAC.
Rate of annual asset renewal*
A measure of the rate at which assets are being renewed
per annum expressed as a percentage of depreciable
amount (capital renewal expenditure/DA).
Residual value
The net amount which an entity expects to obtain for an
asset at the end of its useful life after deducting the
expected costs of disposal.
Revenue generating investments
Investments for the provision of goods and services to
sustain or improve services to the community that are
expected to generate some savings or revenue to offset
operating costs, eg public halls and theatres, childcare
centres, sporting and recreation facilities, tourist
information centres, etc.
Risk management
Rate of annual asset upgrade*
A measure of the rate at which assets are being
upgraded and expanded per annum expressed as a
percentage
of
depreciable
amount
(capital
upgrade/expansion expenditure/DA).
The application of a formal process to the range of
possible values relating to key factors associated with a
risk in order to determine the resultant ranges of
outcomes and their probability of occurrence.
Section or segment
Reactive maintenance
A self-contained part or piece of an infrastructure asset.
Unplanned repair work that carried out in response to
service requests and management/supervisory
directions.
Service potential
The higher of an asset's fair value less costs to sell and
its value in use.
The capacity to provide goods and services in
accordance with the entity's objectives, whether those
objectives are the generation of net cash inflows or the
provision of goods and services of a particular volume
and quantity to the beneficiaries thereof.
Recurrent expenditure
Service potential remaining*
Relatively small (immaterial) expenditure or that which
has benefits expected to last less than 12 months.
Recurrent expenditure includes operating and
maintenance expenditure.
A measure of the remaining life of assets expressed as a
percentage of economic life. It is also a measure of the
percentage of the asset’s potential to provide services
that is still available for use in providing services
(DRC/DA).
Recoverable amount
Recurrent funding
Funding to pay for recurrent expenditure.
Rehabilitation
See capital renewal expenditure definition above.
Remaining life
Strategic Management Plan (SA)**
Documents Council objectives for a specified period (3-5
yrs), the principle activities to achieve the objectives, the
means by which that will be carried out, estimated
income and expenditure, measures to assess
performance and how rating policy relates to the
Council’s objectives and activities.
The time remaining until an asset ceases to provide the
required service level or economic usefulness. Age plus
remaining life is economic life.
Sub-component
Renewal
Useful life
See capital renewal expenditure definition above.
Either:
Smaller individual parts that make up a component part.
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(a) the period over which an asset is expected to be
available for use by an entity, or
(b) the number of production or similar units expected to
be obtained from the asset by the entity.
It is estimated or expected time between placing the
asset into service and removing it from service, or the
estimated period of time over which the future economic
benefits embodied in a depreciable asset, are expected
to be consumed by the council. It is the same as the
economic life.
Value in Use
The present value of estimated future cash flows
expected to arise from the continuing use of an asset
and from its disposal at the end of its useful life. It is
deemed to be depreciated replacement cost (DRC) for
those assets whose future economic benefits are not
primarily dependent on the asset's ability to generate
new cash flows, where if deprived of the asset its future
economic benefits would be replaced.
Source: DVC 2006, Glossary
Note: Items shown * modified to use DA instead of CRC
Additional glossary items shown **
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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EXECUTIVE SUMMARY
Overview
What Council Provides
This Infrastructure and Asset Management plan focuses on
the management of the City of Adelaide’s lighting, electrical
and CCTV network. This plan specifies the life cycle
requirements for effective management, inspection and
replacement of this asset group and outlines the financial
implications and standards to be adhered to. This plan is
intended to demonstrate how Council will achieve this
outcome by applying the principles of responsible asset
management planning, the object of which is to:
Council provides a lighting, electrical and CCTV network
that provides night time illumination for pedestrian and
vehicle safety, electrical infrastructure for city events and
activities, security for visitors and residents and contributes
to the night time amenity of the City.
‘Deliver the required level of service to existing and future
customers in the most cost effective way’
What does it Cost?
Council plans to operate and maintain the existing lighting,
electrical and CCTV network to achieve the following
strategic objectives.

Ensure the lighting, electrical and CCTV network
contributes to the strategic objectives of residential,
student, worker and visitor growth by providing
appropriate lighting, electrical and CCTV services.

Ensure the lighting, electrical and CCTV network is
maintained to a functional standard, based on
appropriate risk assessment processes, as set out in
this infrastructure and asset management plan.

Ensure the lighting, electrical and CCTV network
renewal program is sufficient to provide the required
levels of service based on appropriate life cycle
costs.
The contribution of lighting, electrical and CCTV services
towards the strategic goals and asset management
objectives will be achieved by:

Ongoing stakeholder consultation to establish and
confirm service standards.

Implementing a program of monitoring, inspections
and testing activities to assess asset condition and
performance.

Identifying operational, maintenance, renewal and
upgrade requirements and applying risk and
economic analysis to establish the most cost
effective works programs.

Ensuring services are delivered at a competitive price
and quality.

Continuously reviewing and improving the quality of
Asset Management practices and updating the
Infrastructure and Asset Management Plan as a
result.
This network comprises lighting columns and lamps, wiring,
ducting and pits, switchboards as well as CCTV camera
surveillance networks.
The current lighting, electrical and CCTV network has a
replacement value of $59.8 Million, a written down value of
$44.0 Million and an average remaining life of 29.2 years
as at the 2007 revaluation.
The total lifecycle cost of the existing lighting, electrical and
CCTV asset category is $2.67 Million per year. This is the
averaged annual level of spend required to ensure all
assets are operated and maintained in accordance to
current standards and renewed at the end of their useful
life. Actual annual expenditure requirements will differ from
year to year as specific assets come up for renewal. The
total lifecycle cost of this asset group will trend upwards
due to significant enhancement spending that increases
the asset base.
Levels of Service
This plan is focused on clarifying and defining key
elements of service for lighting, electrical and CCTV assets
and then identifying and costing future operations,
maintenance, renewal and upgrade works required to meet
these levels of service. The key target levels of service are
presented below. This is the first step towards confirming
the levels of service required by the community. The next
step is to monitor relevant performance measures and
undertake consultation with the community to confirm that
these service levels are required and relevant.
Asset Base
Existing Assets
The City of Adelaide currently has lighting, electrical and
CCTV network that is provided by Adelaide City Council
assets and ETSA assets. The Adelaide City Council owned
lighting, electrical and CCTV network is relatively new and
has been largely developed since 1980. The ETSA owned
network which provides about 50% of the street lighting
service comprises predominantly light fittings attached to
relatively old stobie poles supporting overhead wire
infrastructure. The service level provided by ETSA owned
infrastructure generally provides a lower standard or
service as lighting services are limited to existing locations
of ETSA stobie poles.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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Condition and Renewal Needs
Generally, Adelaide City Council owned assets are in good
condition with an expected life of 25- 50 years, therefore
relatively minimal renewal is required over the next 10
years. Any requirement for additional renewal expenditure
will be reviewed on an annual basis in conjunction with the
Annual Business Plan and Budget process.
Demand Projections
Growth
There will be significant growth in this asset category
through the upgrade of assets, due to the service
limitations of the ETSA owned lighting infrastructure and
network expansion implemented as part of the
enhancement program.
Increase in Levels of Service
During the last 20-25 years there have been significant
changes to the lighting levels recommended by Australian
Standards and in addition there have been significant
increases and changes to pattern of vehicle and pedestrian
traffic in the City of Adelaide. Therefore there are still
significant portions of the lighting network that do not
comply with the recommendations of the current revisions
of the Australian Standards. These locations are generally
serviced by the ETSA owned assets that also support
overhead infrastructure.
Enhancement and Capital programs are in place to
underground overhead wires and install lighting services to
meet appropriate service levels.
required levels of service the total annual expenditure
required is estimated to vary between $2.39 and $2.75
Million over the next 10 years.
Conclusion
The main driver for this plan is to determine the ongoing
expenditure required to manage the lighting, electrical and
CCTV network to provide appropriate levels of service for
the community of Adelaide. The expenditure has been
determined using all existing information regarding the
asset base, its condition and expected service delivery.
This plan is the first step towards an overall integrated
management program for the City of Adelaide’s lighting,
electrical and CCTV assets. It is anticipated that this
document will be live and be updated annually as part of
the Business Plan and Budget Process of Council. The
plan improvements and actions resulting from this initial
asset management plan include:

Integrating this plan with other asset groups to
provide an overall integrated renewal plan in line with
current financial policy.

Developing a rolling 3 year programs for the Adelaide
City Council Annual Business Plan and Budget
process.

Providing financial forecasts to be incorporated into
the Long Term Financial Plan

Continuing to refine and improve this plan,
specifically:
As part of the ongoing improvement process for this plan
the outcomes of Council’s ongoing safety audits and
community consultation on desired levels of service will be
used to identified any required changes in level of service
and utilised for future revisions of this Infrastructure and
Asset Management Plan.
 Improving the quality and volume of asset data
through targeted data collection programs.
Financial Projections
 Continuing to understand industry practices,
standards and innovations with regards to lighting,
electrical and CCTV infrastructure.
Operation and Maintenance Trends
This plan does not recommend any significant increase or
decrease in operational expenditure. It is recommended
that the maintenance plan be reviewed to ensure
maintenance expenditure and practices align with service
levels.
 Engaging the Community and other stakeholders to
verify the required levels of service for lighting,
electrical and CCTV assets.
Renewal Expectations
As the lighting, electrical and CCTV assets are relatively
new in comparison to their expected lives, the renewal
expenditure is low over the next 10 years.
10-Year Expenditure Forecast
In order to meet the renewal and operational needs of the
lighting, electrical and CCTV asset group to provide the
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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1 INTRODUCTION
1.1
Background to Plan
The format of this plan is based on the Local Government Association Infrastructure and Asset
Management Plan template provided by the LGA in 2007 with the plan content based on the superseded
‘Lighting and Undergrounding Total Asset Management Plan produced by Adelaide City Council in 1999.
This plan has been developed in 2007 by Adelaide City Council and uses improved asset management
calculations and techniques to update the previous information held within the 1999 plan.
Adelaide City’s lighting, electrical and CCTV network has been a major investment by the community
over a long period of time and provides a valuable service to the City. The assets have been acquired
and developed over several generations and must be properly maintained and developed to continue to
provide adequate service and benefits for generations in the future. This plan demonstrates Council’s
responsive management of lighting, electrical and CCTV assets (and services provided from these
assets), compliance with regulatory requirements and proposed funding requirements to provide the
required levels of service.
This plan is intended to demonstrate how Council will achieve this outcome by applying the principles of
responsible Asset Management Planning, the object of which is to:
‘Deliver the required level of service to existing and future customers in the most cost effective way’
The key elements of infrastructure asset management are:

Taking a life cycle approach,

Developing cost-effective management strategies for the long term,

Providing a defined level of service and monitoring performance,

Understanding and meeting the demands of growth through demand management and
infrastructure investment,

Managing risks associated with asset failures,

Sustainable use of physical resources,

Continuous improvement in asset management practices.1
The contribution of lighting, electrical and CCTV services towards the strategic goals and Asset
Management objectives will be achieved by:
1

Ongoing community and other stakeholder consultation to establish and confirm service
standards.

Implementing a program of inspections and monitoring activities to assess asset condition and
performance.

Identifying operational, maintenance, renewal and upgrade requirements and applying economic
and risk analysis to establish the most cost effective works programs.

Ensuring services are delivered at a competitive price and quality.
IIMM 2006 Sec 1.1.3, p 1.3
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
1.2
Continuously reviewing and improving the quality of Asset Management practices and updating
the Infrastructure and Asset Management Plan as a result.
Scope of the Plan
This infrastructure and asset management plan covers the infrastructure assets shown in Table 1.1.
Table 1.1: Assets Covered by this Plan
Asset category
Dimension
Lighting and Electrical Installations
(networks)
523
CCTV Cameras (single network)
38
CCTV Control Sites (SAPOL monitoring
locations)
2
Note: Assets not owned by Adelaide City Council have not been included. Adelaide City Council is
responsible for the provision of all lighting services however a significant portion of the lighting services
are provided to the City of Adelaide by ETSA owned assets. ETSA operates and maintains these assets
and charges a tariff to Adelaide City Council to provide this service.
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1.3
Key Stakeholders
Key stakeholders in the preparation and implementation of this infrastructure and asset management
plan are listed in Table 1.2.
Table 1.2: Key Plan Stakeholders
Stakeholder
Role
Capital Planning Team
The Capital Planning Team is responsible for the production and
maintenance of this asset management plan
Asset Manager: Lighting and Electrical
(Bruno Castellucci)
Provide professional advice, Review, asset manager sign off.
City Operations (Peter Sossic / Darren
Aesche)
Provide input and review of maintenance expenditure and Service
Levels
Corporate Planning and Strategy (Clare
Mockler / Nicholas Carr)
Annual Business Plan and Budget Process / strategic Management
Plan Review
Finance (Mike Carey)
Long Term Financial Plan input
Manager Capital Works
Review and Management Sign Off
Manager Asset Management
Review and Management Sign Off
General Manager City Places and Projects
Executive Management Endorsement, Sign Off and Executive
Ownership.
Adelaide City Council Elected Members
Adoption and Asset Management Leadership.
Local Government Association
Advice and training on plan development.
1.4
Relationship with other Plans
This Lighting, electrical and CCTV Infrastructure and Asset Management plan is to be read with the
following associated planning documents:

Annual Business Plan

Strategic Management Plan

Long Term Financial Plan

Lighting Policy and Operating Guidelines

Undergrounding (Overhead Electricity and Telecommunication Cables) Policy and Operating
Guidelines

Encroachments Policy and Operating Guidelines
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
1.5
Crime Prevention Through Environmental Design Policy and Operating Guidelines.
Plan Framework
Key elements of the plan are

Levels of service – specifies the services and levels of service to be provided by Adelaide City
Council.

Future demand – how this will impact on future service delivery and how this is to be met.

Life cycle management – how Council will manage its existing and future assets to provide the
required services

Financial summary – what funds are required to provide the required services.

Asset management practices

Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives.

Asset management improvement plan
A road map for preparing an infrastructure and asset management plan is shown below.
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Error! Objects cannot be created from editing field codes.
Figure 1.1: Road Map for preparing an Asset Management Plan
Source: IIMM Fig 1.5.1, p 1.11
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2 LEVELS OF SERVICE
This section defines the service levels or performance standards that are required and why they have
been selected as relevant to the Adelaide lighting, electrical and CCTV network. The service levels are
introduced to support Council’s strategic goals and statutory requirements.
2.1
Introduction
A key objective of this Infrastructure and Asset Management plan is to identify the current level of service
provided by the asset group. This level of service has been developed over time as a result of customer
feedback and consultation and is the level of service seen in the public realm now. The levels of service
defined in this section will be used:

To inform customers of the proposed type and level of service they should expect.

As a focus for the development of Asset Management strategies to meet these levels of service.

As a measure of the effectiveness of Council’s Asset Management practices and the
performance of this plan.

To identify the costs and benefits of the services offered.

To enable Council and customers to discuss and assess the suitability, affordability and equality
of the existing service level and to determine the impact of increasing or decreasing this level in
future.
The adopted levels of service for lighting, electrical and CCTV services are shown below. These
standards reflect current industry standards and are based on:

Legislative Requirements (Section 2.2): Standards, Regulations, Acts and Council By-Laws that
impact the way assets are managed.

Customer Expectations (Section 2.3): Information gained from customers on expected service
levels

Strategic and Corporate Goals (Section 2.4): Provides guidelines for the scope of current and
future services offered and defines specific levels of service which the organisation wishes to
achieve.
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2.2
Legislative Requirements
Adelaide City Council has to meet many legislative requirements including Australian and State
legislation and State regulations. These various sources of legislation are included in Table 2.1.
Table 2.1: Legislative Requirements
Legislation
Requirement
Local Government Act, 1999
Sets out the role, purpose, responsibilities and powers of local
governments including the requirements to prepare a strategic
management plan and long term financial plan supported by
infrastructure and asset management plans for sustainable
service delivery.
Electricity Act 1996
An Act to regulate the electricity supply industry; to make
provision for safety and technical standards for electrical
installations; and for other purposes.
Telecommunications Act 1997
System for regulation of telecommunications
Adelaide Park Lands Act 2005
An Act to establish a legislative framework that promotes the
special status, attributes and character of the Adelaide Park
Lands; to provide for the protection of those park lands and for
their management as a world-class asset to be preserved as an
urban park for the benefit of present and future generations;
Emergency Management Act, 1994
Requires lifeline utilities to function at the fullest possible extent
during and after an emergency and to have plans for such
functioning (business continuity plans)
2.3
Customer Research and Expectations
Customer/community levels of service relate to how the community receives the service in terms of
safety, quality, quantity, reliability, responsiveness, cost/efficiency and legislative compliance.
Adelaide City Council’s knowledge of customer expectations is based on the following:
Customer satisfaction surveys.
Analysis of customer service requests and complaints.
Consultation for specific capital works projects
Feedback from elected members
The annual business plan and budget process
Council undertakes a customer satisfaction survey annually, surveying City of Adelaide residents,
businesses, worker, students and visitors. The survey is conducted in two polls, level of satisfaction and
level of importance with Council’s services. The most recent customer satisfaction with performance
levels from 2006-2007 relevant to lighting, electrical and CCTV service provision are presented in Table
2.2.
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Table 2.2: 2006-2007 Customer Satisfaction Survey Levels
Survey Question
Performance
(Average of user groups)
General feeling of safety in the City
7.14
Beautifying the streets, squares and Park Lands
6.98
Providing safe, effective footpaths for pedestrians
7.18
Providing safe, effective bike paths for cyclists
5.8
Providing safe, effective roads for motor vehicles.
7.18
The provision and maintenance of adequate
lighting.
7.12
All of the customer satisfaction indicators outlined in Table 2.2 meet the target of 6.5 (See full report for
more detail) with the exception of providing safe, effective bike paths for cyclists. A survey has been
conducted in September 2007 to gauge the importance of performance and further analysis will be
undertaken in areas where performance does not meet customer expectations. At this stage any issues
pertaining directly to lighting, electrical and CCTV infrastructure will be highlighted, particularly if the
performance in provision of safe, effective bike paths for cyclists is linked to lighting, electrical and CCTV
service provision.
2.4
Strategic and Corporate Goals
In 2008 Council developed and adopted its Strategic Directions which set out Council’s vision and path
into the future. Council’s vision is for:
"A vibrant, prosperous and sustainable Capital City built upon Adelaide’s heritage and lifestyle"
To assist Council in achieving this vision, a number of outcomes and strategies were developed. The
following strategy links Infrastructure and Asset Management Plans to the strategic outcomes and
direction of Council:
Strategy 52: Provide new and maintain existing Council assets and infrastructure in accord with
Asset Management Plans and policies.
In addition to this, Council is required by legislation to develop a Corporate Management Plan which
describes Council’s role in supporting its vision and sets out the key targets and principles that drive the
operation of council. The Infrastructure and Asset Management Plans sit within this framework as part of
the suite of documents that make up Council’s Corporate Management Plan and document the principles
and directions for management and maintenance of council’s asset base. In order to reflect changes in
asset portfolios, asset management practices and emerging strategic directions, these plans are updated
annually as part of the annual business plan and budget process.
Adelaide City Council plans to operate and maintain the existing lighting, electrical and CCTV network to
meet these goals through the following strategic objectives.
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
Ensure the lighting, electrical and CCTV network contributes to the strategic objectives by
providing the required lighting, electrical and CCTV services.

Ensure the lighting, electrical and CCTV network is maintained at a safe and functional standard
as set out in this infrastructure and asset management plan.

Ensure the lighting, electrical and CCTV network renewal program is sufficient to preserve the
required levels of service and that this profile is linked to other asset renewal profiles (roads,
footpaths etc) to minimise impact on surrounding assets and the community at large.
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2.5
Current Levels of Service
Table 2.3: Current Service Levels
Key Performance
Criteria
Performance Measure
Performance Target
Performance Measure Process
Current Performance
Customer
Satisfaction
Performance rating from
customer’s satisfaction of Council
providing lighting, electrical and
CCTV services.
6.5 out of 10 average for areas relevant to
lighting, electrical and CCTV service
provision
Monitor community satisfaction through annual
customer surveys.
6.9
(2007 survey)
Environment
Reduction of extent of overhead
electricity and telecommunications
cables.
No new additional overhead electrical and
telecommunication cables and
infrastructure.
Development Approval process.
Not currently known
Ongoing undergrounding program.
Allocation of funding annually for ongoing
undergrounding program projects.
Achieved - Ongoing
Environment
Increase “White Light”
Ongoing “White Light” program as per
lighting policy.
Allocation of funding annually for ongoing white light
projects.
Achieved - Ongoing
Safety
Absence of significant health
safety hazards
All significant hazards identified and
removed or mitigated within 6 hours where
possible.
Partial logging of hazards within Pathway system.
Processes for monitoring and reporting on this
performance target to be developed in future revision
of this plan including:
Not currently known
High priority hazards to be acted upon
within one week.
Medium priority hazards acted upon within
one month.
Low priority hazards acted upon within
one month or within next financial year
when cost of remedial works cannot be
accommodated within current financial
year.
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Periodic safety and hazard identification audit
Document and Track events.
Periodic review of internal service provider’s
performance in carrying out maintenance safely.
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Key Performance
Criteria
Performance Measure
Performance Target
Performance Measure Process
Current Performance
Safety
Provide CCTV Camera coverage
as required by SAPOL and CCTV
Management and Strategic Group.
Cameras installed or decommissioned
within next financial year as required by
the CCTV Management and Strategic
Group.
As outlined in Memorandum of Understanding
between Adelaide City Council and South Australian
Police Department
Achieved - Ongoing
Design Standards
New projects to provide lighting
and CCTV infrastructure which is
compliant with Australian
Standards and Adelaide City
Council Urban Elements Design
and Construction Standards.
100% project design compliance
Process to be detailed in future revision of this plan
to:
Not currently measured
Renew assets as required.
Renew assets at the end of useful life.
Condition
All non-compliant assets rectified within 3
months of practical completion.
Carry out hand over and night time inspection of
completed projects and identify outstanding
compliance issues.
Process to be detailed in future revision of this plan.
Not currently measured
Process to be detailed in future revision of this plan.
Not currently measured
Undertake regular condition audits to
provide information on condition of assets
approaching end of life.
Responsiveness
Lighting & Electrical services:
Rectify non-ETSA faults within
specified time.
CCTV faults rectified within
specified time.
As per service level agreements, see
Section 5.2.3. These service levels are
subject to agreement with relevant service
providers.
Logging of faults is currently undertaken in Pathway.
Note: The data required to monitor and report on Council’s specific performance in some areas is not available. Improved collection of this data is listed as a
required improvement outcome for this plan and will provide the required data for future revisions of this plan.
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Figure 2.1: Proposed Pedestrian Lighting Standards
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Figure 2.2: Proposed Vehicle Lighting Standards
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3 FUTURE DEMAND
This section of the plan analyses the potential factors effecting demand including population growth,
social and technology changes. The impact of these trends is examined and demand management
strategies recommended as required to modify demand without compromising customer satisfaction.
3.1
Demand Growth Trends
3.1.1
Population Growth
The primary strategy of Council’s Strategic Management Plan 2004-07 is to “increase the number of
people living, visiting, working and learning in the City to an optimum sustainable level” and has given
rise to four growth plans focusing on growth in resident, worker, student and visitor populations.
Growth targets to 2010 have been set for each population area and are summarised as follows.
By 2010:

Adelaide will have an overnight population of 34,000, including at least 26,000 permanent
residents

Adelaide will have a City workforce of at least 111,000

Adelaide will have at least 66,000 students in institutional learning

visitor activity in the City will have grown to generate daily movement counts of at least 140,000
in Rundle Mall
Population figures as at June 2007 are listed in Table 3.1 against the 2010 targets.
Table 3.1: Population Targets and 2007 Actuals
Population
2007 Actual
2010 Target
Residents
18,427
26,000
Workers
108,007
111,000
Students
75,398
66,000
Visitors
129,982
140,000
(overnight population)
The achievement of the 2010 targets will be dependent on a number of factors including:

general economic conditions;

government policy decisions;

metropolitan investment decisions;

consumer preferences; and
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
industry trends.
The effectiveness of the projects and programs arising for each of Council's Population Growth Plans,
and other Council Strategies aimed at creating the conditions for sustainable activity and quality of life,
will also impact on population growth.
Based on recent growth trends:

the 2010 resident population target appears out of reach, however continued growth is forecast

the 2010 workforce population target appears achievable

continued growth of student numbers is forecast

there will be only marginal growth in visitor numbers.
The increased city populations will significantly increase demand for lighting and security services within
the city, with future works required to meet development and the changing patterns and needs of city
users. The impacts of student, worker and visitor population growth will largely be concentrated in the
northern part of the Central Business Area and Mixed Use Zones.
The City of Adelaide is in a unique situation in comparison to the majority of other Councils as it has no
large areas of land available for green field’s growth. As a result population growth within the city is
expected to drive infill development only. Growth in population and development within the City will
however increase the number customers expecting appropriate lighting, electrical and CCTV network
performance. This will need to be managed along with other customer expectation issues.
3.2
Other Influences on Demand
3.2.1
Technology Advances
Technology advances applicable to the life cycle management of lighting, electrical and CCTV assets are
being made available in the following areas:

Improved lighting performance, materials, dimming and control equipment.

CCTV systems, including camera size and picture quality, and

Integration of renewable energy sources
Council will monitor and investigate advances in technology and introduce them as appropriate.
3.2.2
Legislative and Standard Changes
Legislative change has the potential to significantly affect the Councils ability to meet minimum levels of
service, and may require improvements to infrastructure assets. Revisions of the Australian Standards for
Lighting, Electrical, CCTV standards and codes will impact significantly on the design standard of assets.
3.2.3
Environment
Adelaide City Council’s Environment Sustainability Strategy outlines actions in responses to climate
change appropriate for lighting, electrical and CCTV infrastructure as detailed in Table 3.2.
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Table 3.2: Environmental Sustainability Strategy Impact on Lighting, electrical and CCTV Assets
Adelaide City Council Environmental Sustainability
Strategy
2.1.3 Increase the use of renewable energy
2.4.8 Purchase accredited renewable energy
Impact on Lighting, electrical and CCTV Assets
Renewable energy may come from a mix of new power
generation assets or purchase of renewable energy from the
power grid. New infrastructure and/or increased operating
costs.
5.1.1 Implement a revolving environmental fund for energy
improvements to City of Adelaide lighting.
Modification / replacement of assets to improve energy
efficiency. Refinement of Service levels and adaptation of
assets to minimise over servicing.
2.1.1 Implement a carbon neutral strategy for the City
Increase in capital, renewal, maintenance and operational
asset costs.
2.4.1 Implement a strategy that will see council carbon neutral
by 2020
4.6 Change purchasing practices to reduce waste.
5.5 Consider environment in project management.
3.2.4
Changes in Customer Expectations
Council staff will continue to monitor customer expectation with regards to lighting, electrical and CCTV
assets. Customers expect that public areas, particularly roads and footpaths will be suitable lit throughout
dark hours.
It is also expected that a greater emphasis will be placed on renewable energy technologies and
initiatives. While this will have no direct impact on the demands placed on our existing lighting, electrical
and CCTV network, the design and implementation of these systems need to take into account the
overall environmental factors and in the process may drive lighting, electrical and CCTV network
improvements indirectly.
Increasingly customers are expecting higher aesthetics from lighting, electrical and CCTV infrastructure,
particularly in sensitive areas such as commercial areas, Park Lands, residential and heritage zones.
3.3
Impact of Trends on Infrastructure Assets
The demand for improved aesthetics will see a move from ETSA owned and operated assets provided in
conjunction with overhead power supply (typically stobie poles) towards lighting provided by purpose built
lighting installations with undergrounding of overhead power supply infrastructure. This trend will see a
continued increase in infrastructure that is owned by Adelaide City Council.
Table 3.3 is a summary of the above issues and how they may impact on the management of lighting and
electrical assets.
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Table 3.3: Summary of issues Affecting Lighting, electrical and CCTV Assets
Issues
Impact on Lighting, electrical and CCTV Assets
Population Growth
Increased Customer Expectations.
Development
Changes in demand for services, including undergrounding
and increase in lighting service levels.
Technological Change
Higher use of solar / alternative energy supplies.
Legislative and Standard Changes
No current legislation that will impact on lighting, electrical and
CCTV assets. The impact of previous legislative changes are
ongoing, as capital and renewal works are designed and
constructed to the new standards.
Customer Expectations
Higher level of service required to meet increased customer
expectations
Environment
See Section 3.2.3
3.4
Demand Management Strategies
Demand management strategies provide alternatives to the creation of new assets in order to meet
demand and look at ways to modify customer demands in order that the utilisation of existing assets is
maximised and the need for new assets deferred or reduced. The objective of demand management is
to actively seek to modify customer demands for services in order to

Optimise utilisation/performance of existing assets.

Reduce or defer the need for new assets.

Meet organisation’s strategic objectives.

Deliver a more sustainable service.

Respond to changing customer needs.
Demand management is practiced constantly to maintain the total demand at reasonable levels. The 5
components of demand management are shown in Table 3.4 with examples relating to Lighting, electrical
and CCTV assets. (Note not all demand components are relevant for all assets or plans).
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Table 3.4: Summary of issues Affecting Lighting, electrical and CCTV Assets
Demand Component
Lighting, electrical and CCTV Examples
Operation
Temporary, in lieu of permanent, infrastructure for minor event
areas.
Regulation
Restrict access
Incentives
Provide incentives to encourage demand in areas with
adequate capacity.
Education
Signage to encourage pedestrian use of adequately lit areas.
Demand Substitution
Provide other services such as security/police
Adelaide City Council implements demand management strategies such as:

Where practical, utilise bundling of overhead cables in lieu of undergrounding to resolve tree
clearance issues

Utilisation of existing infrastructure to implement interim improvements

Provision of lighting by private parties, including under awning lighting

Seek external funding/partnership government, non-government and private bodies to implement
undergrounding programs (as per undergrounding policy), CCTV camera program, Events
infrastructure program and sharing of infrastructure.
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4 ASSET MANAGEMENT PRACTICES
This section identifies the strategies, practices and guidelines supporting Asset Management at Adelaide
City Council. These activities have no direct impact on the condition or performance of the asset
themselves, but provide the tools and functions required to support the maintenance, renewal and
enhancement plans. These functions include:

System planning and monitoring

System record management

Asset management planning and policy
4.1
Standards and Guidelines
Asset Management practices and processes are driven by a number of legislative requirements and
assisted by developed guidelines.
Local Government Act 1999 (sets outs Councils Asset Management responsibility and the requirement to
develop asset management plans)
Australian Accounting Standard 27 Financial Reporting by Local Governments 1996 (sets out the asset
accounting requirements)
International Infrastructure Management Manual, NAMS (Provides guidance and direction on asset
management policy and plan development)
Local Government – Asset Management Template Document (Provides Local Government Organisations
with a standard template to adopt for the development of Asset Management Plans)
4.2
Information Flow Requirements and Processes
The key information flows into this infrastructure and asset management plan are:

The asset register data on size, age, value, remaining life of the network;

The unit rates for categories of work/material;

The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including decay models;

Data on new assets acquired by council.
The key information flows from this infrastructure and asset management plan are:

The assumed Works Program and trends;

The resulting budget, valuation and depreciation projections;

The useful life analysis.
These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget and
departmental business plans and budgets.
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Financial projections in this plan are developed in consultation with the Finance Department and are
provided to the Finance department for incorporation into the Long term Financial Plan. Both capital and
renewal projects identified by this plan will be the basis of rolling 3 year plans that will form the foundation
of the Strategic Business Plan and Annual Budget from year to year.
New assets are added to the Hansen asset management system by the Capital Planning team. Every
capital project results in a handover file that is checked by the relevant asset manager prior to forwarding
to Capital Planning. Hansen and the GIS records are updated to reflect any changes made to the asset
inventory. Additionally, data pertaining to the capital expenditure is capture for each asset. Once this is
complete, the project is removed from the Works in Progress ledger.
4.3
Risk Management
4.3.1
Overview
Adelaide City Council aims to manage its asset risks in a responsible manner to enable lighting, electrical
and CCTV business objectives to be consistently met. The objective of the risk management process with
regards to lighting, electrical and CCTV assets is to ensure that

All significant operational and organisational risks are understood and identified.

The highest risks that should be addressed in the short to medium term are identified.

Risk reduction strategies and treatments are identified and applied.
An assessment of risks associated with service delivery from infrastructure assets has identified critical
risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event
occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and
develops a risk treatment plan for non-acceptable risks.
All network assets, or groups of assets with similar risk characteristics have been screened considering
potential failure modes and events to identify risks.
Risk Management Strategy
Adelaide City Council aims to manage its asset risks in a responsible manner to enable lighting, electrical
and CCTV asset business objectives to be consistently met. The objective of the risk management
process with regards to lighting, electrical and CCTV assets is to ensure that

All significant operational and organisational risks are understood and identified.

The highest risks that should be addressed in the short to medium term are identified.

Risk reduction strategies and treatments are identified and applied.
An assessment of risks associated with service delivery from infrastructure assets has identified critical
risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event
occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and
develops a risk treatment plan for non-acceptable risks.
All network assets or groups of assets with similar risk characteristics have been screened considering
potential failure modes and events to identify risks.
The adopted Adelaide City Council Risk Management Framework and Methodology presented
graphically in Figure 4.1 includes the following components:

Establishing the internal and external context;

The identification of major business risks;
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
The analysis of identified risk in terms of potential impact and likelihood of occurrence;

An evaluation of the external and control environment to manage the risk;

Development of action plans (treatments) to correct identified weaknesses; and

Monitoring and reviewing the effectiveness of the risk management process.
Figure 4.1: Risk Management Framework at ACC
4.3.2
Step 1 - Context - Risk Criteria and consequence of Risk
The key risk management criteria relating to Council assets include:

Public health and safety.

Service provision.

Environmental and legal compliance.

Security, theft and vandalism.

Business interruption.

Financial risk (escalating costs in deterioration).

Damage through storms, flooding, water damage or fire damage (including arson).

User group accountability.
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The establishment of risk management criteria is one of the most important steps in the risk management
process, as it sets the framework for consistent risk decision making.
4.3.3
Step 2 - Risk Identification
Risk identification for lighting, electrical and CCTV assets can be identified from a number of resources
such as:

Routine inspection by Council officers.

Reports from SAPOL.

Reports from user groups and occupants.

Reports and complaints from general public.

Information obtained from incidents (damage reports, break in reports etc)

Details from past insurance claims.

Advice from professional bodies.

Past experience.
4.3.4
Step 3 & 4 - Risk Analysis and Evaluation
Risk analysis and evaluation determines the likelihood and consequence of events and other risks to
Council assets and then uses a risk rating to determine the level of risk for the particular activity or event.
These risks are then evaluated against the systems currently in place to determine if they are appropriate
as is to mitigate the risk or determines prioritised actions to work towards risk mitigation.
Consequence
Table 4.1 provides a list of various risk categories along with descriptions of the different consequences.
This table is used as assistance to the assessor who will identify a hazard and then select the most
relevant risk category and consequence severity. It is feasible that a hazard or event could result in any
of the consequences listed, but the ones selected should be the one most likely to occur.
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Table 4.1: ACC Consequence Table
Risk Category
Consequences
Minor
Financial
Employee
Welfare/Public
Safety
Significant
< $250,000, or
$250k - $1 million, or
$1 - $4 million, or
An event that can be
managed within
divisional budget
An event that can be
met out of Council
budget without a net
Corporate variation
An event that requires a
major change to
Council budget
Injuries requiring
medical attention
Hospitalisation of staff
Multiple permanent
disability to staff
High incidence of non
treatment injuries
Legal
Moderate
Dispute that may be
resolved without legal
remedy
Single permanent
disability
Fines or penalties of a
minor nature being
imposed on the
Corporation
Major
> $4 million
Death or multiple
deaths
Hospitalisation of
multiple staff
Corporation directed to
undertake specific
activities to remedy
breaches in legislation
Major breach of
legislation resulting in
severe Corporation
penalties, fines or
imprisonment of
Corporation staff
Class actions
Environment
Adverse events that can
be remedied
immediately
Adverse events that ere
short term and
reversible
Significant adverse
event causing
widespread damage
which may be reversed
through appropriate
remedial action
Major adverse
environmental event
requiring continuing
long term remedial
attention
Reputation /
Brand Image /
Political
Localised community
concern
State wide adverse
media attention
Prolonged adverse
media attention state
wide or national media
attention
Prolonged adverse
media campaign
Detrimental inter
governmental
relationships
Service
Delivery
Interruption to service
not requiring any further
remedial action (i.e.
minimal impact on
customers)
Interruption to a service
that can be immediately
remedied with moderate
impact on customers
Ongoing disagreement
between State
Government and
Council
Interruption to services
causing significant
customer
inconvenience
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
Irreparable damage to
government relations
Lord Mayor /
Councillors / CEO
forced to resign
Inability to deliver an
essential public service
for an extended period
- 24 -
Likelihood
Each possible event must now be subjectively assigned an estimate of likelihood or probability of a
hazard occurring. This is achieved with reference to the Likelihood values in Table 4.2.
Table 4.2: ACC Likelihood Table
Likelihood of Occurrence
Descriptor
Almost Certain
Is expected to occur in most circumstances
Likely
Will probably occur in most circumstances
Possible
Might occur some of the time
Unlikely
Could remotely occur some of the time or only in
exceptional circumstances
Risk Rating
The overall risk rating is determined by combining the consequences and their likelihood. The following
can be used to determine the overall rating for the identified risk.
Table 4.3: ACC Risk Rating Matrix
Likelihood
Consequence
Minor
Moderate
Significant
Major
High
High
Extreme
Extreme
Moderate
High
High
Extreme
Possible
Low
Moderate
High
Extreme
Unlikely
Low
Low
Moderate
High
Almost Certain
Likely
Once the risks have been assessed and rated, the most significant risks (those rated as extreme) are
isolated for treatment/control. High risks are forwarded to the Asset Management for consideration (may
require future budget allocations) while those identified as moderate or low will continue to be monitored
and reviewed if circumstances change.
Options to treat risks include (but not limited to)

risk elimination

reduction in the cause or likelihood of the event occurring

reduction in the consequence or severity of the event if it were to occur

increasing the maintenance regime
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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
initiating council improvements

changing operating processes and procedures

sharing the risk through insurance or contracts

doing nothing and accepting the risk
Some risks may require substantial capital or operating expenditure before treatment options can be
undertaken. In these situations, those responsible must also consider short term controls to mitigate the
risk until a solution can be implemented.
Risk Register
The overall risk rating is determined by combining the consequences and their likelihood. Table 4.4
indicates the major corporate risks and the suggested treatment options.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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Table 4.4: Risk Register - Major Corporate Risks posed to Lighting and Electrical Service delivery
Risk Identified
Natural Disaster – ie
flooding / earthquake
Consequence
Major
Likelihood
Unlikely
Risk Rating
High
Proposed Treatment
Manage through existing systems and
procedures.
Responsibility
Emergency Response Plan
Completion Date
Not Applicable
Recovery Planning: Asset
Managers and Capital
Planning
Power Supply Failure
Moderate
Possible
Moderate
Manage through existing systems and
procedures.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
ETSA Utilities
Not Applicable
- 27 -
4.4
Accounting/Financial Systems
Adelaide City Council operates the Technology One system for management of financial information.
This system is managed by the Finance Business Unit. Technology One is interfaced with the Hansen
Asset Management System (see below) to enable the transfer of financial asset information between the
two systems.
4.5
Asset Management System
Adelaide City Council operates the Hansen system for management of asset information. The asset
management system is linked to the finance system via a software interface.
Asset managers are responsible for maintaining data pertaining to their asset area. Capital Planning are
responsible for addition or deletion/expiry of new or disposed assets.
Complementing the Hansen database, geographical data is held on all assets. ArcMap software is used
to display and edit geographical data.
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5 LIFECYCLE MANAGEMENT PLAN
This section presents asset performance and condition information and uses the Asset Management
principles and decision making presented in Section 4 to develop broad strategies and specific work
programs to achieve the goals and standards outlined in Section 2 and 3.
It presents an analysis of available asset information and the life cycle management plans covering the
three key work activities to manage the lighting, electrical and CCTV network;

Operations and Maintenance Plan: Activities undertaken to ensure efficient operation and
serviceability of the assets. This will ensure that the assets retain their service potential over the
course of their useful life.

Renewal Plan: Provides a program of progressive replacement of individual assets that have reached
the end of their useful life. Deteriorating asset condition primarily drives renewal needs.

Enhancement Plan: Provides a program of system enhancements to improve parts of the system
performing below target service standards and to develop the system to meet any future demand
requirements. Sub-standard asset performance primarily drives asset development needs.
5.1
Asset Information
The lighting, electrical and CCTV asset group comprises four major components:

Lighting assets owned by Adelaide City Council.

ETSA owned assets, typically stobie poles with overhead power supply supporting light fittings.

CCTV networks

Electrical infrastructure includes underground electrical ducting/cabling network and power supply
switchboard for events areas.
5.1.1
Asset Description
Lighting Assets - Adelaide City Council Owned
The City of Adelaide is serviced by a system of public lighting along roads, footpath, Squares and
pathways within Park Lands throughout the city precinct. The street lighting provides night time
illumination for pedestrian and vehicle safety, security for visitors and residents and contributes to the
night time amenity of the city.
Adelaide City Council’s lighting assets comprises lighting columns, street lights, above ground and
underground cabling and ducts, fuse pits and switchboards. In addition there are a small number of gas
street lights in scattered locations. Power supply assets are generally owned by ETSA, however in some
cases underground power reticulation infrastructure, mostly in the Park Lands, is owned by Adelaide City
Council.
Other forms of lighting owned by Adelaide City Council include:

lighting of monuments,

floodlighting of buildings

floodlighting of the Torrens Lake

up lighting and bud lighting of trees
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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
decorative lighting for special occasions and events.
There are numerous types of columns used for street lighting due to the ancillary equipment mounted on
lighting columns, for example, traffic signal equipment, banners, street and parking signs, floodlights,
power outlets, CCTV security cameras. Predominantly lighting columns are of galvanised steel
manufacture with spherical type lights. In special locations, such as ceremonial streets, highly decorative
types of painted poles named ‘Adepole’ and street lights have been installed.
ETSA is involved with the operation and maintenance of Adelaide City Council owned public lighting
assets to varying degrees. This involvement is complicated and varies widely across the asset base. A
summary of this relationship in general is provided in Table 5.1, however this may vary on a case by case
basis.
Table 5.1: ETSA and ACC responsibilities for ACC owned Lighting Assets.
ETSA Responsibilities
ACC Responsibilities
Power Supply
Provision of electrical service points
and distribution network.
Pay tariffs / energy supply
charges.
ACC responsible for operations
and maintenance of metered and
non-metered non-mains power
supplies, ie Wind, Solar.
Lamp Replacement
Replacement of lamp for all
unmetered public lights. An annual
tariff is charged for this service
Pay tariffs as applicable.
Supply of non-standard lamp s to
ETSA where lamp s are nonstandard.
Replacement of lamps where
non-public or metered lighting
installations (eg monument
lighting, Rundle Mall)
Light Fittings
None
Maintenance and Renewal.
Light Poles
None
Maintenance and renewal.
Ducting
None
Maintenance and renewal.
ETSA Owned Assets
Approximately 50% of the public lighting service provided within the City of Adelaide is provided by ETSA
owned assets to Adelaide City Council at a cost, generally via tariffs. A summary of this relationship is
provided in Table 5.2, please note that this is general information and may not apply to all situations. This
service is generally provided via lighting attachment to existing overhead power supply infrastructure.
ETSA operate and maintain these assets and charge Adelaide City Council a tariff. There is
approximately 60 km of overhead powerlines and supporting stobie pole infrastructure within the City of
Adelaide. This infrastructure ranges from low voltage to high voltage 66kV cables.
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Table 5.2: ETSA and ACC Responsibilities for ETSA Owned Lighting Assets
ETSA Responsibilities
ACC Responsibilities
Power Supply
Supply energy.
Pay tariffs / energy supply
charges.
Lamp Replacement
Replacement of all lamps as
required. An annual tariff is charged
for this service
Pay tariffs.
Supply of non-standard globes to
ETSA where applicable.
Light Fitting
(including brackets)
Maintenance and Renewal. A tariff is
charged for this service.
Pay tariffs.
Supply of non-standard fittings to
ETSA where applicable.
Light Poles
Maintenance and Renewal
Capital costs where ETSA install
at ACC request.
Ducting
Maintenance and Renewal
Capital costs where ETSA install
at ACC request.
The service provided by ETSA owned assets is generally not adequate as described in the Lighting
Policy primarily due to aesthetics, and the limitations of using existing power supply pole infrastructure for
non standard ETSA lighting fixtures, banner poles and traffic signals etc.
Upgrades of this service involve the disposal of existing infrastructure, undergrounding of the associated
power supply (continued ETSA ownership) and installation of lighting columns (new lighting assets ACC
ownership). This process typically significantly increases the Adelaide City Council asset base while
either maintaining or enhancing an existing service. This enhancement process and the impact on the
asset base is described later in this plan.
CCTV Network
Adelaide City Council owns and maintains a network of cameras that are monitored by the Police
Security Services Division to improve safety for visitors and residents within the City of Adelaide. The
Department of Transport, Energy and Infrastructure has limited access to cameras for traffic
management purposes. Sites include Rundle Mall, Hindley Street, Victoria Square and the National
Soldiers War Memorial. A total of 38 cameras are operated within the public realm. Various other council
owned cameras operate within the City of Adelaide, such as Web Cams and within the Markets, however
they are not covered by this plan.
Electrical Infrastructure
Power Switchboards, Bollards and Outlets are provided in various locations around the city for events
and special occasions.
5.1.2
Asset Condition
Generally, assets are renewed based on age or condition; however with increasing demands on lighting
columns for other uses, such as mountings for banners and traffic signal, a greater understanding of
condition is required. This area has been identified for improvement in Table 7.1. Installation date
information for Adelaide City Council owned assets is available and is summarised in Figure 5.1.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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$25,000,000.00
Replacement Cost (2007)
$20,000,000.00
$15,000,000.00
$10,000,000.00
$5,000,000.00
$Unknown 1950 and 1950 Earlier
1960
1960 1970
1970 1980
19801990
1990 2000
2000 2007
Installation Year
Figure 5.1: Asset Installation Profile
5.1.3
Asset capacity and performance
The design guidelines for the network have been identified and are shown in Figure 2.1 and Figure 2.2.
A qualitative survey has been undertaken by external consultants (DPD in 2006) on behalf of Council to
identify improvement priorities for the current lighting network and to define future design standards. (As
shown in Figure 5.2). There priorities are assessed and included as appropriate for upgrade as part of the
annual business plan and budget process.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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Figure 5.2: Proposed Lighting Improvement Priority
5.2
Operations and Maintenance Plan
5.2.1
Overview
Operations and maintenance strategies optimise the day-to-day activities. Operational and maintenance
activities fall into the following categories, each having distinct objectives and triggering mechanisms:
Operations: Activities designed to ensure sufficient utilisation of the asset. These are the regular tasks
that are undertaken to ensure the assets achieve their service potential. Operations strategies include
activities such as inspections & system monitoring.
Maintenance: Maintenance strategies are designed to enable existing assets to operate to their service
potential over their useful life. There are two types of maintenance:

Planned Maintenance: Work carried out to a pre-determined schedule (i.e. tree trimming, night
inspections, dome cleaning) or programmed as a result needs identified during inspection.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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
Unplanned Maintenance: Work carried out in response to reported problems (i.e. replacement of
failure of lamp/fitting, damaged light/pole etc)
A key element of asset management planning is determining the most cost effective blend of planned and
unplanned maintenance.
The operations and maintenance of the lighting, electrical and CCTV network is undertaken by Adelaide
City Council City Wide Services staff, contractors and ETSA.
5.2.2
Operations and Maintenance Strategies
The overall operations and maintenance strategy is intended to retain the current levels of service and
mitigate risk while minimising cost. All street lights are inspected at least once every 12 weeks to identify
faults, with high priority zone 1 inspected every month. Tree trimming is undertaken on a scheduled
basis.
5.2.3
Operations and Maintenance Standards and Specifications
All materials used in the maintenance and repair of the lighting, electrical and CCTV system will comply
with all relevant technical standards. All maintenance work undertaken will be in accordance with:

Council’s standard specification and construction standards.

Appropriate Transport and Traffic Regulations.

ETSA Service Rules and Regulations

Occupational Health Safety and Welfare Act and Regulations.
Draft service levels for maintenance undertaken by City Wide Services is outlined in the following
documents:
ACC2001/11694: Service Standards - Lighting and Electrical
ACC2001/5541: Service Standards -Closed Circuit TV Network Maintenance
ETSA are responsible for lamp replacement within 5 working days of receiving a complaint from Adelaide
City Council or the Public.
5.2.4
Operations and Maintenance Program
The Operations and Maintenance expenditure trends and forward expenditure forecasts is shown in
Table 5.3.
Table 5.3: Maintenance & Operation Expenditure Trends
Year
2006/07
Maintenance Budget
ETSA Tariffs
Energy
ACC
Operations
$383 351
$556 585
$286,993
Maintenance is funded from Council’s operating budget and grants where available. This is further
discussed in Section 6.3.
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Future revisions of this infrastructure and asset management plan will include linking the expected
maintenance expenditures with defined required service levels to enable an analysis of the
appropriateness of maintenance and operations expenditure.
5.3
Renewal Plan
5.3.1
Overview
Renewal expenditure is major work which does not increase the asset’s design capacity but restores,
rehabilitates, replaces or renews an existing asset to its existing service potential. Work over and above
restoring an asset to original service potential is considered upgrade or enhancement and is not
considered within the renewal plan discussed in this document. Due to significant changes primarily to
lighting standards and associated electrical standards, additional funds are allocated as part of the
annual business and budget process to meet the upgrade/enhancement associated with renewal work.
Required level of expenditure on the renewal program for lighting, electrical and CCTV will vary from year
to year and will reflect:

the age of the system

the condition profile of the system

the ongoing maintenance demand
Historically, renewal works have been minimal, with capital works on lighting, electrical and CCTV assets
being driven by installation of new assets and upgrades to existing services. The lighting, electrical and
CCTV asset base is relatively new (see Figure 5.1) and as such renewal expenditure has been minimal.
5.3.2
Renewal Strategy
The general renewal strategy is to renew assets when justified by:

Risk – When the condition and risk of failure and associated impact justifies action (eg light pole
can no longer provide required service, probable damage to property/person as a result of
inaction)

Asset performance – When the asset fails to meet the required levels of service due to condition
or age. Non-performing assets are identified by monitoring asset reliability, capacity and
efficiency during planned maintenance and inspections. Indicators of non-performing assets are
repeated lamp outages, wiring failures etc.

Economics – When it is no longer economically viable to continue to maintain the asset.
Assets requiring renewal are identified from records of installation and remaining life obtained from the
asset register through the ‘Renewal Model’. The renewal model is based on renewing assets within or at
the expiration of their useful life. Remaining useful life is based on installation date and expected life in
the instances where no condition data exists or may be adjusted based on available condition
information. The expected lives used for calculating the replacement year is shown in Table 5.4. The
renewal model follows the following principles:

Where practical, lighting, electrical and CCTV infrastructure renewals are aligned with other
capital works. This may result in an asset being renewed slightly before or after expiration of
useful life.

Priority is assigned based on risk and location.
Where it is proposed that an asset is renewed after the expiration of its useful life, it is inspected to verify
the accuracy of remaining life estimate and to confirm that the asset can continue to provide adequate
service prior to renewal.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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Table 5.4: Life Expectancy of Lighting, electrical and CCTV Assets
Asset category
Expected Life
Light Globes
N/A- globes are replaced on a routine or
as required basis
Light Fittings
30 Years
Light Poles
25 - 30 Years
Electrical
Infrastructure,
switchboards
wiring,
30 Years
Conduits and Pits
50 Years
CCTV Cameras, Monitoring Equipment
3-5 Years
Age and available condition information has been used in conjunction with the asset expected life to
model the remaining life and expiration date of assets.
5.3.3
Impact of Deferring Renewal Works
Renewal works identified in terms of renewal strategies may be deferred if the cost (or aggregate cost) is
beyond the current financial ability to fund it. This can occur when there are short term renewal profile
peaks or higher priority works are required on other infrastructure asset classes.
When renewal works are deferred, the impact of the deferral on the systems ability to still provide the
required level of service will be assessed. Although the deferral of some renewal works may not impact
significantly on the short-term operation of the assets, repeated deferral will create a liability in the longer
term.
5.3.4
Renewal standards and Specifications
The standards and specifications for renewal works will reflect the best current technologies, national
standards and legislative requirements. All renewal work will be carried out in accordance with the
following Standards and Specifications:

Council’s Urban Elements Catalogue (contains specifications and construction standards)

Lighting Policy

Undergrounding, Cabling and Communication Policy

Building Code of Australia
5.3.5
Renewal Program Expenditure
Projected future renewal expenditures are forecast to increase over time as the asset stock ages. The
costs are summarised in Figure 5.3. Note that all costs are shown in current 2007 dollar values.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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$2,000,000
Lighting, Electrical & CCTV
$1,800,000
Lifecycle Average
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
2008 / 09
2009 / 10
2010 / 11
2011 / 12
2012 / 13
2013 / 14
2014 / 15
2015 / 16
2016 / 17
2017 / 18
Figure 5.3: Projected Capital Renewal Expenditure
This renewal profile is based on renewing assets at the end of their useful life. Over time lighting,
electrical and CCTV projects within the enhancement plan will significantly impact on this renewal profile,
as the asset base expands so will the required renewal spend over the lifecycle of the assets.
Renewals are to be funded from Council’s capital works program and grants where available. This is
further discussed in Section 6.3.
Over the lifecycle, renewal costs for lighting electrical and CCTV assets averages out to $1.5 Million per
year. Renewal expenditure over the next 10 years is significantly lower than the lifecycle average due to
the current condition of assets currently not requiring renewal.
5.4
5.4.1
Enhancement / Upgrade Plan
Overview
Asset enhancement works are those works that create a new asset that did not previously exist, or works
which upgrade or improve an existing asset beyond its existing capacity. Upgrades of existing assets to
meet new standards are considered as part of the renewal program. For lighting, electrical and CCTV
assets this is generally driven by increasing lighting standards in addition to growth, social or
environmental needs. Enhancement projects are driven from the objectives of Council’s Strategic
Management Plan (see Section 2.4).
There are three major ongoing programs for lighting, electrical and CCTV assets within the enhancement
plan. In addition to this there are several one-off enhancement projects which include creation or upgrade
of lighting, electrical and CCTV assets.
Undergrounding Program
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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There is approximately 60km of undergroundable overhead power line and communication infrastructure
within the City of Adelaide. This infrastructure primarily is owned by ETSA. The Undergrounding Policy
outlines the process for project prioritisation which is based on various funding schemes that encourage
external funding contributions. Based on 2006 figures it is estimated that it will cost $130.1 Million to
underground all eligible overhead infrastructure. Project selection and prioritisation is outlined in the
Undergrounding (Overhead Electricity and Telecommunications Cables) Policy and Operating
Guidelines.
Lighting Policy Program
The objectives of the Lighting Policy are:

The built up areas of the City will be contrasted with their surrounding Park Lands by using differing
lighting treatments.

A unified suite of multi-function lighting poles and components (the ‘Adepole’ suite) will be used to
establish a consistent, distinctive and attractive style in the City’s public lighting.

Localities within the City will be differentiated through varied lighting treatments.

Lighting effects will be used to create a nightscape postcard image for the City.

Design work for improvements to streets and public places will involve the coordinated design of
street lighting that reflects street hierarchy and purpose, and improves public safety and the
perception of safety in the city.

Lighting effects will be used to define the Gateways to the City.

Temporary infrastructure will be established to support special event illuminations.

Use of photo-voltaic powered lighting will be progressively increased.

The construction of new verandahs, awnings and other structures covering the area over the footpath
will require the installation of lighting to illuminate the footpath for safety reasons and to contribute to
the amenity of the public realm.

The Park Lands will be illuminated in areas where there is a high level of use and adequate levels of
surveillance.
City Safety Program
The City Safety Program is a funding source for ‘hot spot’ improvements that improve safety for city
users. Projects under this program typically involve lighting, electrical and CCTV alterations and where
possible existing infrastructure is utilised. Projects within the program are reviewed annually as part of the
Annual Business Plan and Budget process by the Social Development and Asset Management
department.
5.4.2
Standards and specifications
Standards and specifications for new assets and for upgrade/expansion of existing assets are the same
as those for renewal shown in Section 5.3.4.
5.5
Lighting, electrical and CCTV Disposal Plan
Disposal includes any activity associated with disposal of a decommissioned asset including sale,
demolition or relocation. Assets identified for disposal in this plan are predominantly owned by ETSA and
have no impact on the Adelaide City Council asset base.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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6 FINANCIAL SUMMARY
This section contains the financial requirements resulting from all the information presented in the
previous sections of this infrastructure and asset management plan. The financial projections will be
improved as further information becomes available on desired levels of service and current and projected
future asset performance.
6.1
Financial Statements and Projections
The financial projections are shown in Figure 6.1 for projected operating (operations and maintenance)
and ongoing capital expenditure (renewal and upgrade/expansion/new assets). Individual enhancement
projects have not been included but are detailed in Appendix A.
$4,000,000
Renewal
Lighting Policy Projects (Enhancement)
$3,500,000
Undergrounding Program (Ehancement)
Maintenance
Energy Charges
$3,000,000
ETSA Tarriffs
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
2008 / 09
2009 / 10
2010 / 11
2011 / 12
2012 / 13
2013 / 14
2014 / 15
2015 / 16
2016 / 17
2017 / 18
Figure 6.1: Projected Operating and Capital Expenditure
6.1.1
Life Cycle Costs
Life cycle costs (or whole of life costs) are the average annual costs that are required to sustain the
service levels. Life cycle costs include maintenance but not asset consumption (depreciation) expense.
Over the life cycle, maintenance, operations and capital renewal costs for the current asset base average
out to $2.67 Million per year. The life cycle cost will increase annually to reflect additions to the asset
base as a result of the enhancement programs outlined in Section 0.
6.2
Key Assumptions
The following general assumptions have been made when preparing the expenditure forecasts:

Existing assets will remain in Council ownership throughout the planning period.

All expenditure is stated in dollar values as at June 2007 with no allowance made for inflation
over the planning period.
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6.3

Asset renewal costs in years 1 to 3 are generally based on staff assessment of renewal needs,
and from year 3 on, the costs are based on the life expectancy of the asset and the proposed
alignment with other asset groups.

Future ETSA energy and tariff charge increases have not been considered.

Maintenance costs are based largely on historical expenditure and assume there are no
significant increases in service requirements or contractor/material rates.

Assets values were adopted from the 2006-07 Adelaide City Council Infrastructure Asset
Revaluation figures.

Renewal figures are based on Brown-fields Costs.

Lifecycle costs are averaged over 100 years.
Funding Strategy
Projected expenditure identified in Section 6.1 is to be funded from Council’s operating and capital
budgets. The funding strategy is detailed in the Council’s 10 year long term financial plan.
Capital renewal costs and maintenance costs are funded from general revenue. Major projects may
attract external funding, such as from PLEC (Power Line Undergrouding Committee), which is sourced on
a case by case basis.
6.4
Valuation Forecasts
Asset values are forecast to increase as additional assets are added to the asset stock from construction
and acquisition by Council and from assets constructed by land developers and others and transferred to
Council. At this stage there are no planned future disposals (refer Section 5.5). There is significant asset
growth planned (refer Section 0), therefore it is anticipated there will be significant growth in asset
valuation. In 2002 lighting, electrical and CCTV assets were valued with a replace value of $18.9 Million,
and $59.8 Million in 2007.
Based on the current enhancement programs it is anticipated there will be significant growth in assets
resulting in an increase in depreciation expense. This increase has not been modelled but has been
identified for inclusion in future plans.
The depreciated replacement cost (current replacement cost less accumulated depreciation) will vary
over the forecast period depending on the rates of addition of new assets, disposal of old assets and
consumption and renewal of existing assets. This plan will be updated to include projected depreciated
replacement cost as these figures become relevant. In 2006 – 2007 lighting, electrical and CCTV
depreciation was $1.3 Million.
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7 PLAN IMPROVEMENT AND MONITORING
This section outlines the improvement and monitoring program to enhance future revisions of this plan
and associated AM plan strategies and financial projections.
7.1
Improvement Plan
The asset management improvement plan was generated from a gap analysis of the current situation and
information available for the development of this plan. The proposed infrastructure and asset
management improvement plan tasks are shown in Table 7.1.
Table 7.1: Improvement Plan
Task
No
Task
Responsibility
Resources
Required
Timeline
1.
Update and revise plan to
reflect changes in asset
portfolio
and
business
practices.
Capital Planning
Internal
Annual – part of
Business Plan
and
Budget
Process
2.
Review
of
maintenance
practices to ensure alignment
to service level requirements
Capital Planning, City
Wide Services, Asset
Management
Internal
Annual – part of
Business Plan
and
Budget
Process
3.
Ongoing rolling program of
data collection.
Capital Planning
Internal,
Existing
programs
Ongoing
4.
Develop and review detailed
risk analysis and planning for
critical assets.
Capital
Planning,
Asset Management
Internal
June 2009
5.
Review service levels and
commence
Internal
and
Elected Member consultation
on service level provision.
Capital
Planning,
Asset Management
Internal
June 2009
6.
Community consultation on
service level provision.
Capital
Planning,
Corporate Planning
and Performance
TBC
June 2010
7.2
7.2.1
Plan Review and Monitoring
Plan Review
Once adopted, this plan will form part of the formal suite of plans required under the Local Government
Act. This plan will remain current until replaced by an updated plan adopted in conjunction with the
adoption of any New Strategic Management plan as required under the Local Government Act. At
present this must occur within 2 years of a new Council being elected.
The Infrastructure and Asset Management Plan is a living document which is relevant and integral to the
daily Asset Management activities at Council. To ensure the plan remains useful and relevant, the
following process of AM plan monitoring and review activities will be undertaken:
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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
Formal adoption of the plan by Council in conjunction with the Strategic Management Plan

Review and formally adopt levels of service

Revise Plan annually to incorporate and document changes to work programs, outcomes of
service level reviews and new knowledge resulting from the AM improvement program.
(To be adopted as part of the Annual Business Plan and Budget Process each year)

Quality assurance audits of AM information to ensure the integrity and cost effectiveness of data
collected. (ongoing)
7.2.2
Plan Monitoring
The following indicators will be monitored to measure the effectiveness of this Plan.

Compliance with legislative requirements – Audit of plan in comparison to Local Government Act,
1999 Requirements

Quality of Services Delivery – Increasing or 100% compliance with service targets.

Quality of Risk Management – No events occurring outside the risk profile.

Benchmarking with comparable Councils – Maintain performance of Asset Management
practices in comparison to other Local Government Organisations.
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008
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8 REFERENCES
DVC, 2006, ‘Asset Investment Guidelines’, ‘Glossary’, Department for Victorian Communities, Local
Government Victoria, Melbourne,
http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?Op
enDocument
IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering
Australia, Sydney, www.ipwea.org.au
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9 APPENDICES
Adelaide City Council – Lighting, Electrical and CCTV Infrastructure and Asset Management Plan 2008